You've probably heard about bullying lately — both in school and at work. Perhaps your company or organization has a policy about bullying, or maybe one is being created. Maybe you fear someone, or someone makes you feel uncomfortable. Maybe you think some people are bullies. And maybe they are.
Bullying is a tragic but real part of work life. To defend yourself, or just to survive, you must know what bullying is. There is no universally accepted definition yet. For now, you must pick a definition that works for you. Here's mine:
Workplace bullying is any aggressive behavior, associated with work, and primarily intended to cause physical or psychological harm to others.
This definition encompasses a wider range of behavior than most definitions. Let's explore it.
Workplace bullying need not occur in the workplace, though it can. It need not involve abuse of power, though it can. It doesn't have to be part of a repeated pattern, though it can be. It doesn't even have to actually cause physical or psychological harm to others, though it can. All that's required is that it be aggressive, associated with work, and that it be primarily intended to cause harm, physically or psychologically.
For example, suppose Rita falsely accuses you of making mistakes in the accounting system. That might be bullying, if her primary goal is to harm you. For instance, Rita might consider you a rival. To sabotage your career, she accuses you of incompetence. Her primary goal is to harm you. That's bullying.
But if Rita lodges her complaint out of concern for accuracy generally, and if she is simply mistaken about your role in the alleged inaccuracies, the behavior might be oafish, destructive, rude, and disrespectful, but it isn't bullying. Causing you harm would not have been her primary objective.
Jake manages an IT group. He tells himself that he wants his group to be the most productive in the company. He constantly hovers over the people he manages, setting near-impossible goals. Workplace bullying need not
occur in the workplace, though
it can. It need not involve
abuse of power, though it can.People who question him about his demanding style — or worse, people who don't meet the goals he sets — are either terminated whenever there are layoffs, or assigned to remote locations involving 100% travel. That's why his people regularly work killing hours. Jake believes productivity is high because he runs a tight ship, but he seems to get some kind of perverse pleasure from the distress his policies cause.
Jake is a bully. He might be achieving high productivity, but since there are many more effective ways to accomplish that, his choice to employ such draconian measures suggests that his primary objective is the psychological pain his approach produces.
Is a workplace bully targeting you? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2014 survey indicated that 27% of American workers have experienced bullying firsthand, that 21% have witnessed it, and that 72% are aware that bullying happens. Yet, there are few laws to protect workers from bullies, and bullying is not a crime in most jurisdictions. 101 Tips for Targets of Workplace Bullies is filled with the insights targets of bullying need to find a way to survive, and then to finally end the bullying. Also available at Apple's iTunes store! Just . Order Now!
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More articles on Workplace Bullying:
- Intimidation Tactics: Touching
- Workplace touching can be friendly, or it can be dangerous and intimidating. When touching is used to
intimidate, it often works, because intimidators know how to select their targets. If you're targeted,
what can you do?
- How Workplace Bullies Use OODA: I
- Workplace bullies who succeed in carrying on their activities over a long period of time rely on more
than mere intimidation to escape prosecution. They proactively shape their environments to make them
safe for bullying. The OODA model gives us insights into how they accomplish this.
- How Targets of Bullies Can Use OODA: I
- Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear
for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
- The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
Forthcoming issues of Point Lookout
- Coming December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
- And on December 14: Straw Man Variants
- The straw man fallacy is a famous rhetorical fallacy. Using it distorts debate and can lead groups to reach faulty conclusions. It's ad readily recognized, but it has some variants that are more difficult to spot. When unnoticed, trouble looms. Available here and by RSS on December 14.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.